Abortion Essays (701 words) - Fertility, Gender Studies,

Abortion Abortion Abortion is defined as the termination of pregnancy before the fetus is capable of independent life. Abortions must be conducted before the end off six months, or the fetus will leave the womb and it would be considered a premature birth. There are two types of abortions. One is spontaneous and the other is induced. If the fetus ways less than 18oz or is less than 20 weeks into the pregnancy, it is usually considered an abortion. Spontaneous abortions are known by another name, miscarriages. These usually occur during the first three months of pregnancy. It is estimated that 25% of all pregnancies end in spontaneous abortion. The second form of abortion is induced abortion. This is the deliberate termination of the fetus. There are four main types of induced abortions. The first takes place up to 12 weeks. It is called vacuum aspiration. This is where a tube attached to a vacuum is inserted into the uterus and sucks out the embryo and all other material. The second type takes place after the 15th week and is called saline infusion. Here, the doctors replace a little fluid with a salt solution. This causes the uterus to contract. The fetus is then expelled. The third type is a hysterotomy. This is a similar procedure to a cesarean section. The only difference is, in this operation, is that the cut is smaller and lower. The fourth type is available in the first fifty days. It is a drug called RU-486. It was developed in France and approved for sale there in 1988. Clinical trials in the United States began in 1994. When performed under proper conditions, the sooner the person has the baby, the less risk she is at. The likelihood of complications increase as the woman gets farther into the pregnancy. Although, an abortion has less of a risk of injury than does actually delivering the baby. Abortion is one topic that has been heavily debated. Many cases have gone to court over an abortion. Perhaps the most famous case was Roe vs. Wade. It was a case that was settled in 1973 under Justice Blackman. The Supreme Court ruled that they could not ban abortions in the first six months of the pregnancy. After six months, the states can ban an abortion except in cases in which the woman's health is at risk. I think that there is a lot that can be done. First of all, I think that some kind of law needs to be created that will be supported by many. Secondly, we have to let the public be aware of all the things that are going on around them. Lastly, we have to keep the children's future in mind. Here is what I think should be done. A law should be passed that says: A woman does not have the right to an abortion, except in the case of rape or when the birth may endanger the life of the mother. If a woman is not eligible for an abortion, but does not want the baby, the state should find someone to adopt the baby. An additional fund should be given to the mother for delivering the baby. The one's chosen to adopt should be well picked and capable of supporting the child well. I feel this way because I am pro-life. I feel that every baby should be given the right to live. A baby should not be denied life because the mother does not want to care for it. That is why I feel that the unwanted children should always be set for adoption before the birth of the child. I also feel that the fund should be given to the mother because she had to take care of the baby in her womb for nine months. I feel that women should be able to get an abortion in the event of rape because it is not with a person that she planned to have a child with. It is also obvious why I feel that women should be eligible for an abortion if her health is in danger. I have told you the way I feel, now it is time that we all make a decision on this topic. This is not some issue that will just die. We have to make a ruling on this topic that people won't regret. Bibliography "Abortion." Microsoft Encarta 96 Encyclopedia. 1995. "Abortion." Concise Columbia Electronic Encyclopedia. 1994. "Abortion." Grolier's Multimedia Encyclopedia. 1993.

How to Form Compound Nouns in Italian

How to Form Compound Nouns in Italian Where does the word â€Å"autostrada - highway† come from? It comes from two words: auto (car) and strada (street), giving it a literal meaning of â€Å"a street for cars.† This is just one example of a compound noun in Italian, or a word that is combined of two other words. In Italian linguistics, this is called a â€Å"composto - compound† or a â€Å"parola composta - compound word.† Other examples include: fermare carte  » fermacarte - paperweightpasta asciutta  » pastasciutta - dried pastacassa panca  » cassapanca - dresser Creating compound nouns is one of the primary ways, after adding suffixes, to increase the amount of vocabulary in the language. The formation of new words is particularly useful to the development of terminologie tecnico-scientifiche (scientific and technical terminology). Consider, for example, the numerous compound nouns with Greek elements in the language of medicine: elettrocardiogramma - electrocardiogramcancerogeno - carcinogenic What Makes Up a Compound Noun A compound need not be two (or more) forme libere, such as â€Å"asciuga(re)† and â€Å"mano† in â€Å"asciugamano.† They can also be two (or more) forme non libere, such as antropo- (from the Greek nthrÃ… pos man) and -fago (from the Greek phaghà ªin to eat) in antropofago he who eats human flesh. The Greek elements antropo- and -fago, unlike asciuga(re) and mano, do not exist as stand-alone words, but are found only in compound nouns. Aside from this difference, another should be noted: in compound nouns, such as â€Å"asciugamano,† there is the sequence verb (asciugare) noun (mano) while those such as antropofago have an inverse sequence: noun (antropo- man) verb (-fago to eat). In any event, there is a fundamental property common to these two compounds: the implied, underlying phrase of both has a verbal predicate: (qualcosa) asciuga (la) mano  » asciugamano - (something) dries (the) hand  » hand towel(qualcosa) mangia (l) uomo  » antropofago - (something) eats (the) man  » cannibal In other cases, however, the implied phrase of the compound has a nominal predicate. In other words, it is a sentence containing the verb essere: (il) filo (à ¨) spinato  » filo spinato - (the) wire (is) barbed  » barbed wire(la) cassa (à ¨) forte  » cassaforte - (the) box (is) strong  » strongbox, safe    EXAMPLES OF ITALIAN COMPOUND NOUNS Noun Noun / Nome Nome capo stazione  » capostazione - stationmastercapo giro  » capogiro - dizzinesscassa panca  » cassapanca - dressermadre perla  » madreperla - mother-of-pearl Noun Adjective / Nome Aggettivo cassa forte  » cassaforte - strongbox, safe Adjective Noun / Aggettivo Nome franco bollo  » francobollo - stampmezza luna  » mezzaluna - half-moon Adjective Adjective / Aggettivo Aggettivo piano forte  » pianoforte - pianosordo muto  » sordomuto - deaf-mute Verb Verb / Verbo Verbo dormi veglia  » dormiveglia - stupor, lethargysali scendi  » saliscendi - latch Verb Noun / Verbo Nome apri scatole  » apriscatole - can openerlava piatti  » lavapiatti - dishwasherspazza neve  » spazzaneve - snowplow Verb Adverb / Verbo Avverbio posa piano  » posapiano - slowpokebutta fuori  » buttafuori - bouncer Adverb Verb / Avverbo Verbio bene stare  » benestare - approval, blessing, consentmale essere  » malessere - unease, discomfort Adverb Adjective / Avverbo Aggettivo sempre verde  » sempreverde - evergreen Preposition or Adverb Noun / Preposizione o Avverbio Nome sotto passaggio  » sottopassaggio - underpassanti pasto  » antipasto - appetizersopra nome  » soprannome - nicknamedopo scuola  » doposcuola - after-school    Compound Nouns with â€Å"Capo† Among the compounds formed using the term capo (head), in the figurative sense, a distinction must be made between: those in which the term capo indicates one who commands, the manager: capo scuola  » caposcuola - deancapo stazione  » capostazione - stationmastercapo classe  » capoclasse - class president and those in which the element capo indicates either excellence or beginning of something: capo lavoro  » capolavoro - masterpiececapo verso  » capo verso - paragraph, indent There are also other types of compounds, formed in more diverse ways: capodanno capo dellanno (noun preposition noun) - New Year, end of the yearpomodoro pomo doro (noun preposition noun) - tomatobuono-sconto buono per ottenere uno sconto - discount ticketfantascienza scienza del fantastico - science fiction

Leadership Development Paper Essay Example | Topics and Well Written Essays - 1500 words

Leadership Development Paper - Essay Example After all, the ideal score for MA should be within the range of 2.5 to 3.5. The ideal score for TA should be equal to 4.0 to 4.5. On the other hand, the idea score for MP and PA should be less than 2.5 and 2.0, respectively. This means that the sub-averages at some point and in general have failed to reach the ideal limit required for the ideal scores. Based on Figure 2, my scores are not actually far from the others. However, it is remarkably obvious that I almost follow the same pattern with Sub#3. We both have higher scores when it comes to MP and PA, which is quite the reverse case of Sub#1 and Sub#2. In order to define my consistency across others, it is important to include the ideal scores in the actual comparison. As noticed in Figure 3, it follows that I might have become one of the other samples with remarkable pattern when it comes to the actual result and the standing with reference to the ideal scores. I remarkably have closer resemblance of my result to Sub#3, whereas, Sub#1 and Sub#2 have closer consistency with the ideal scores somewhere in MA, MP and PA. However, when it comes to II, IM, IS, IC, and TA, I have the same consistency with others because of my scores on these factors that are somewhere at least one unit below the limit, like any of the other samples. Based on the illustrations shown from Figures 1, 2 and 3, I can say that I got higher scores in MP and PA, which are higher than the ideal scores. For this reason, among the important weaknesses that I may have to work on in my leadership is the thing about being too passive. I scored higher in passive leadership, which means that I have to improve my ability to become more active, or at some point, eliminate the possibility of being too passive. On the other hand, my important strength lies on the point that I am somewhere good to become inspirational motivator, because of the strong association to ignite influence, intellectual stimulation and so

Peer review journal article Essay Example | Topics and Well Written Essays - 500 words

Peer review journal article - Essay Example The data showing welfare fraud states that 43.6 million people are in poverty line in USA, while 9.2% were unemployed and is the place where the governments as allocated a huge budget share. Due to this, government came up with Electronic Benefit Transfer where people are given debit cards which they can use to buy food staffs and other basic commodities, this idea also resulted to more fraudulent activities as the debit cards were in the hands of irresponsible people who could not even take care of their own families. Deterrence theory is one in particular which makes assumptions about human behavior in order to reduce crime. Humans are normally assumed to be hedonistic, rational and calculate prior steps to committing crime. To some extent these assumption are true because human being are thinking machines and usually beliefs and prefer pleasure than pain. He or she must calculate and weigh carefully the option or cost of doing a crime and being caught in it or committing a crime successfully. The cost benefit analysis is a pre-requisite which always in human mind. Punishment or the consequences involve in committing a crime if outweigh the benefits then punishment will deter a person from committing the crime. In actual sense, for these sanction threats to work and deter a person from committing a crime, he must perceive and believe that the punishment would be most likely to be imposed that is to say there must be high chances of being caught up in the crime then sanction being imposed quickly after detection, and that the sanction will be more severe. In short, if the assumptions of deterrence theory are to be correct then it must be seen that cost of committing crime is higher than the benefits. The government has several alternatives to use in order to curb the fraudulent activities and they include; increasing the number of fraud investigation officers which will help in crime detection

Violence towards mental health nurses Research Paper

Violence towards mental health nurses - Research Paper Example In fact, the Australian Institute of Criminology has identified the health industry to be the most violent industry in the country, with registered nurses (RNs) recording the second highest number of violence-related workers compensation claims in year 1995 and 1996, ranking even higher than prison and police officers (Deans, 2004, p. 14). Patient violence on mental health care professionals not only leads to staff sickness and absenteeism but also to various psychological and mental distresses. Specific psychological problems include depression, anxiety, isolation, trauma (LeFlore & Bell, 2007, p. 147), post-traumatic stress disorders, loss of confidence, anger, fear, loss, distrust, and guilt (Whittington & Wykes, 1992; Doughty, 2005, p. 1). Understandably, these problems would adversely affect the therapeutic alliance between patients and HCPs (Watts & Morgan, 1994, p. 14; LeFlore & Bell, 2007, p. 147). In addition, this will also prevent optimal staff recruiting and retention of employees within the hospital (Doughty, 2005, p. 1). In a survey conducted by Duxbury & Whittington (2005, p. 469) on 80 mentally ill patients and 82 HCPs in three inpatient mental healthcare wards, it was found that that the patients regarded the poor facilities and communication as the two significant factors behind violence, whereas the nurses identified that the patients’ mental illness was the root cause for the violence. On the other hand, according to Glick and Fishkind (2008, p.117), the risk of violence in psychiatric care facilities include lower staff-to-patient ratio, higher percentage of female HCPs, and presence of staff without specific training in psychiatry or agression. The United States Department of Labor (2004, p. 7) also recognizes the lack of staff training as partly causing hostile and assaultive behavior of patients. Currently, the intervention strategies used to curb violence include stress management, rehabilitation of staff victims and providing th em a work environment that is not conducive to violent behavior (Warshaw & Messite, 1996, p. 993). Stathopoulou (2003, p. 4) suggested that the preventive measures on violence towards health care professionals should focus on three areas: hospital organization, arrangement of the physical environment, and staff training and development. Significance of the study With the increasing number of psychiatric patients, the potential for occupational violence for HCPs in psychiatric facilities is on the rise as well. The adverse effects of these incidents on work performance and retention of employees make it imperative for health institutions to provide effective means to prevent and manage aggression from psychiatric patients. Theoretical framework for the research methodology Figure 1. Theoretical framework for this research study This research proposal predicts that providing appropriate knowledge regarding the management and prevention of violent behavior from psychiatric patients thr ough training equips the HCPs the ability to protect themselves from the potential physical and psychological effects of aggressive behavior from their patients, and subsequently allows them to perform to the best of their abilities. Ultimately, the health institutions with trained HCPs benefit from increased work performance

Relationship between Business Strategy and IT Strategy

Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol Relationship between Business Strategy and IT Strategy Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol

Smoking Risks Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  One of the most popular habits in today’s society is smoking. Yet each year, cigarette smoking kills more Americans than AIDS, alcohol, car accidents, homicides, suicides, illegal drugs and fires combined. Smoking is an extremely bad pastime, practiced for centuries, for an individual’s health and those surrounding him/her. People start for many different reasons and get addicted to the nicotine in cigarettes. Smoking cause many fatal diseases, but help is available to those who seek it. Cigarette smoking is a disgusting and unhealthy habit. History of Smoking   Ã‚  Ã‚  Ã‚  Ã‚  Smoking is defined as the action of inhaling tobacco from a pipe, cigar or cigarette. It has been practiced for 100’s of years, including by early North-American natives. Europeans had introduced it into the Old World by the early 16th century (Petrakis). It was continually practiced since then throughout the world, with tobacco companies arising and packaged cigarettes soon available. Smokers would praise it for medicinal reasons and also claimed smoking to be pleasurable.   Ã‚  Ã‚  Ã‚  Ã‚  Smokers had no knowledge of cigarette smoke’s harm to their health until 1964, when the surgeon general of the U.S Public Health Service concluded that smoking was hazardous to an individual’s health, and soon after it was discovered that second-hand smoke was also hazardous to the health of surrounding non-smokers inhaling it. Reasons Why People Smoke   Ã‚  Ã‚  Ã‚  Ã‚  There are many reasons why people begin smoking. One of which is insecurity. In an uncertain situation in which a person is not comfortable with their individuality and not confident with themselves, if there are smokers around then that person may be tempted to take up smoking. It might be because they would like to â€Å"fit in† with an unknown group of people, or someone may take it up based on a new friend’s or girl/boyfriend’s influences. Another reason why people take up smoking is because of peer pressure leading to a quick physical addiction. One ingredient in cigarettes is nicotine, and it is extremely addictive. And yet nicotine is not the only physical reason people smoke, they are also get hooked on the taste, smell and the feel of cigarettes. Health Risks of Smoking   Ã‚  Ã‚  Ã‚  Ã‚  According to the American Heart Association there are an est... ... would distract someone from smoking.   Ã‚  Ã‚  Ã‚  Ã‚  The government also encourages people to quit smoking. Cigarette smokers are warned each time they smoke a cigarette of the deadly diseases that could effect their health. By law a warning label must appear on each pack and carton of cigarettes warning buyers of the hazards. There is also a ban on television and radio ads for cigarettes in the United States, and in Canada there is a ban on all advertisements for tobacco companies. It is also illegal to smoke in most public places now, including some restaurants, elevators, the workplace, schools, airlines, public transportation machines and most stores. Also, the Canadian and American governments prohibit the selling of cigarettes to anyone younger than 19 years of age.   Ã‚  Ã‚  Ã‚  Ã‚  Although there are still many individuals who smoke worldwide, one can hope that sometime in the future there will only be non-smokers. Smoking only proves to lead to an early grave for smokers and non-smokers alike. With medicines, support groups and will power, the world could easily become a cleaner, non-smoking place, because a smoker’s death is an unneeded death.

Wawa Inc. Research Paper

On the scale of company sizes In this country, Way falls somewhere In the middle. Initiating leadership in the convenience store industry in the Delaware Valley, while at the same time providing the employees with small-company personal immunization. The company hopes to maintain this relationship with the employees In the future, even though the recent strike hurt the morale among the delivery personnel. The organizational structure begins with the president, Richard Wood. There are six vice-presidents in the company, each serving an important function.The segments of the company are broken down to the following levels, with the vice-president for each level controlling It: Law & Human Resources, Marketing, Store Operations, Real Estate, Finance, and Distribution. As you can see, the real state segment is heavily weighted in the corporate structure. The reasoning behind this strategy is that the company is expanding at the rate of three to four stores per month. Devoting resources t o real estate includes the locating, purchasing, developing, and operating the new store until sufficient management can be established. I have witnessed two new examples of this strategy this semester.I have observed the demolition process of a store, and the construction of three stores, and the renovation of one! These experiences have taught me the process template hat Way uses to build every one of its new stores. With such stress being focused in this area, you can Imagine that the employees involved in the new construction process know exactly how to open a store, from the purchase of the land, to the grand opening day! The other segments of the company mentioned follow the same format as most companies of today. Story ‘Offs successful company, serving the convenience needs of the greater Delaware Valley with pride since 1964.Through the strong respect from customers, Way has achieved a dramatic increase in sales in the past five years. With the introduction of ewe â₠¬Å"superstores†, the future looks extremely bright for the company. Haw's branding strategy of its own products has achieved national recognition. From the dairy products that it has manufactured since the early sass's, to the new Way Bakery, which is destined to be a phenomenal success in the years to come because of its versatility in creating exciting new products, Way is planning on leaving the twentieth century with a bang!The following is a short history of how the company has become as successful as it is today. Way, Inc. Did not begin as a food business, as many people may believe. Instead, the company began operations in the textile industry as early as 1803. By 1865, the company, dubbed as The Melville Manufacturing Company, was incorporated and was operating mills quite successfully in several states, with sales offices throughout the country, but headquarters always remaining in Melville, New Jersey.In 1902, George Wood, who was the owner of Melville, New Jersey, w hich was a bustling town thanks to his family-owned textile business, opened a small milk plant in Way, Pennsylvania, which specialized in processing, and the home delivery of â€Å"certified† milk. Since bastardization had not yet been discovered, consumers relied heavily on the quality of Haw's milk for years. The Wood family summer home, called Red Roof, became the office center for the dairy farm. As the textile industry began to fade in the sass's, the Wood family considered enlarging the small dairy business to serve a larger area, covering the Philadelphia metropolis.Their dairy business began to thrive, Just as the textile industry collapsed due to lower prices for labor overseas. The original mill remains in Melville today, however, and is currently occupied by Wheaton Plastics, Inc. In 1998, Way manufactured more than 92 million quarts of their own dairy products, Juices, and teas. Customer service is the pillar, which keeps Way standing tall as the leading convenie nce store company in the greater Delaware Valley. While there are many factors which go into the way that Way addresses the issue of customer service, there are four that have stood out since the opening of the first store in the sass's.Greeting, understanding, directing, and retaining are the four key factors that go into the customer interaction model, which is learned during the training of every new associate in the company. Since delighting the customer is such an important part of Haw's success, the company has worked to a great extent in creating a product line that is extremely effective in today's volatile marketplace. The Way label has been synonymous to people in the Delaware Valley for years in the dairy industry. Way also sells its own brand of delicious coffee, of which over 100 million cups were sold in 1998.Also, Way built over 24 million hoagies in 1998. Realizing this pattern, the marketing department in the past five years, has recognized this occurrence of brand loyalty by introducing several new products into the stores with the Way brand name attached to them. These products are breakfast â€Å"Sizzle† sandwiches, Waybill, and extremely successful, since consumers have developed a brand loyalty to Haw's high quality products. In the more recent months, the company has been suffering from the results of two key problems. First, the strike in October 1999 forced the company to a screeching halt, adversely affecting sales in every store.While an agreement was reached in less than three weeks, the effects are still being felt. Sales have still not ounces back to what they were, and plans to build a new headquarters are on hold. Second, there has been tremendous public scrutiny of an advertising promotion for cigarettes in the Delaware valley. This promotion does not include a surgeon generals warning on the advertisement, and it has been questioned if advertising for cigarettes through a convenience store is even legal. This problem, a long with the recent strike is nearly enough to change customers' minds when they decide to make a purchase.In the future, the company will have to not make any mistakes with advertising, and should steer clear of any type of controversial advertising. In the years to come, Haw's history of excellence and innovation will continue to be a major part of the Delaware valley, and quite possibly, the entire country!! POLICY There are hundreds of pages of policies that all employees have access to on the computer in every store and regional office. While some companies hide this information from the employees, Way encourages all employees to review the information at their leisure.Some examples of what is in the corporate policy would e information regarding political contributions, employment procedures (hiring and termination), changing from part time to full time employment, retirement, and policy regarding the emigration law. It was especially interesting to find that I was entitled t o 15 vacation days since changing to full time in July. Since I have been with Way for nearly seven years, I had accumulated the extra vacation days that are only good if you change to full time. I was able to find this information while viewing some of the policy during my internship.The corporate policies of Way ensure that sugarless of what the situation may be, there are rules that govern which process is necessary to take action. The corporate headquarters is very strict concerning the rules of the company, and enforcement is always carried out, no matter who the person in question may be. JOB DESCRIPTION My Job title at Way has been Customer Service Leader since July 1999. I was promoted at my request after carefully planning my senior year at Rowan. I realized that I would be able to handle 36 hours per week and have plenty of time for class also. This is because I have no social life.I feel that there will be plenty of time for that in the future! Basically, I run the store when the manager is not present from Thursday to Sunday every week. I perform cash functions, delegate all responsibilities to my co-workers, and myself and most important of all, wait on customers!! During the semester, I have participated in advertising in the Melville stores, and when necessary, I have created signs for hurricanes and other adverse weather in our area. In short, I really enjoy my Job, and I look forward to the opening off new superstore down the street from our present location.This will all take place in July 2000, and I am hoping to be a manager in training at the new store, having finished college. If everything goes as planned, I will have a career full of Primarily during my internship, I saw countless marketing concepts at work that I have learned in the past, in a real company setting. However, I will focus on the use of the â€Å"four up's†, relationship marketing, total quality management, and brand loyalty. For price, I have been exposed to the p rocess of changing the prices on the different items that we sell. During the strike, I saw the prices of many items skyrocket, while there fell.The products that Way offers all have one thing in common, they are essential items necessary to run a household, or a spontaneous item that someone wishes to have. New products introduced usually fit these criteria. Promotion is a key element in the company. Unfortunately, the company has focused a lot of attention to the promotion of Marlboro cigarettes, which may adversely affect other sales of merchandise negatively. While the company is attracting smokers, the ads have been detracting the non-smokers. Some non-smoking customers have dubbed Way a cigarette-friendly' company.This semester has been an interesting one when it comes to place. The delivery of all Way products and supplies was halted due to the strike. This created a distribution crisis, because the delivery system that has worked so well was now out of commission for three w eeks. Outside contractors had to be brought in to deliver the goods to the stores. It would have been a lot easier to simply settle with the drivers instead of start a nasty battle that created bad press, and angry drivers. Regarding relationship marketing, Way operates its stores on the Renville that the customer will return, time and time again.Therefore, in order to provide this high level of quality, Way strives to ensure that every customer is treated with the utmost of respect at all times, regardless of how indignant they may be. The most essential part of relationship marketing that Way engages in is customer service. All associates are trained to be polite, whatever the situation is. Being quick, while also being friendly is a difficult thing to do, but once the balance between the two has been achieved, the customers really appreciate it. Also, ordering properly is obviously important.If a store is out of stock on items, this leads to a disgruntled customer. Total quality management is constantly used with many products. One example would be the Washbowl program. The product has been changed three times since introduction. The changes have been made due to customer feedback through the use of surveys. Way is constantly receiving feedback from customers on every product that it produces. With the assurance of quality, the company has thrived with its own product line, ranging from milk products to breakfast sandwiches. Coupled along with TTS, brand loyalty is very important to the company.Through the constant innovation of its products, Way hopes to create a brand loyalty with the customers. This is extremely important to Way, unlike an electronics store or department store, which carries several brands. Way needs to constantly monitor the marketplace, to seek out the strongest performing products that people will buy. Since the store is small, we only carry one brand of everything we sell, so it is important that we sell the most popular brand of dry dog food, aluminum foil, toothpaste, etc†¦ Selling popular products is something that sets Way apart from its competitors. During the semester, I would say that I have never had more opportunities to meet key people. This has helped me gain the exposure to the key management of the headquarters as I was promised, I was still able to meet many of the to-management of the company, since the regional office is two blocks from our store. I will be visiting the headquarters in the next few weeks. I feel that I have performed my Job to the adequacy that it demands. While balancing school with work can be stressful, I was able to orchestrate my schedule to accommodate both successfully.I am looking forward to the months to come, with the construction of our new store, and the opportunities that await! Working at my store has exposed me to the hiring and firing of people, dealing with customer issues face to face instead of passing the issue on to the manager. I have had to balance th e tedious position of what percent of the time I need to spend with the customers, while also getting my Jobs done for the evening. My manager has worked with me regarding the flexibility of my schedule, even though I am sure e will be very happy when I am finished college!Working with my co-workers has been a rewarding experience as well. I could never begin to do everything myself, and I feel that the help I have received from a few key employees over this semester has been tremendous. Over the next few months, I plan to create more advertising material for our store, and others. With the winter season arriving, I am ready for the annual creation of signs warning customers that they need to prepare for a winter storm. All in all, the experience this semester has been very rewarding, thanks to the help of everyone that I work with at Way!

black footed ferret essays

black footed ferret essays In the past three decades very few endangered species have been restored to viable populations. The black footed ferret (Mustela nigripes) was believed to be the most endangered mammal in the united states. It is a small mink sized carnivore of the Great plains and intermountain basins The ferrets appear to be obligatory predators on the prairie dogs and once occupied a range essentially identical to that of the prairie dogs. They prey on them and also use their burrows for shelter and nesting. The prairie dogs are considered agricultural pests and competitors with livestock since white settlement first began in the American west. Large scale rodent control programs were implemented by the state and federal governments. They drastically reduced the population of prairie dogs (and other species related to the prairie dog ecosystem) through trapping, gassing and poisoning. These poisoning programs were considered a major cause of the ferrets demise. But, the main cause was the loss of the ferrets prey base and appropriate habitat. Their remaining habitat was fragmented thus leaving the ferret population vulnerable to extinction from various causes including inability to find mates, inbreeding depression, environmental events, and disease of ferrets and their prey. The ferrets were believed to be extinct in 1974, but in 1981 a ferret was discovered in Meeteetsee, Wyoming when a ranch dog killed an unusual animal eating from its food dish and the rancher took the carcass to a knowledgeable taxidermist. This was viewed as a rare chance to recover the species. In 1985, a catastrophic disease struck the small ferret population, and most remaining animals were taken into captivity. Captive breeding was initiated, and reintroduction into the wild from the captive population began in 1991. The ferret is just one of more than 900 species listed under the Endangered Species act as either threatened or endangered. ...